• Describe, classify, structure and combine the concepts, theories, methods of strategic leadership including management and development of the resources of the shipping organization
• Identify and develop relevant strategic position of an organization
• Define and analyze specific problems in the shipping industry by using the theoretic concepts, theories, methods and models
• Assess and communicate the solution of problems and thus be able to focus on decision making and the use of strategic tools in situations with conflicting objectives

This course yields an in-depth understanding of strategy and the strategy development process with a special emphasis on the competitive dynamics of the global shipping industry. Today’s global economy depends fundamentally on shipping with more than 80% of the world goods being transported by ship. The changes in global trade over the last decades have triggered structural changes in the shipping industry and require executives to face an increasingly instable business environment. In this rapidly changing context, shipping companies need to formulate and implement new strategies to secure revenue, margin and growth.

The course explores executives’ choices as they formulate, implement, test and adapt a strategy to compete in domestic and foreign markets. The course introduces analytical frameworks and strategic tools to design and execute a coherent strategy, and structure an organization with the processes, systems, and best practices to support its success. Concepts such as competitive advantage, internationalization, diversification, and mergers and acquisitions will be explored to understand how managers lead innovation inside and outside of the boundaries of organizations.

The curriculum is organized in two modules covering (i) the analysis of a firm including its positioning in the market and, subsequently, (ii) strategic actions available to the firm. Module 1  provides insights on how to analyze the external environment of organizations, including macroeconomic changes, industry and competitor analysis. This module also includes the analysis of organizations’ internal resources and their role for strategic positioning. Module 2 focuses on strategic actions such as diversification, internationalization, mergers and acquisitions, and innovation.

Each session combines theoretical readings with case study discussions and encourages students to understand and apply abstract frameworks but also discuss their limitations. Through in-depth analysis of both successful and failed strategies, students explore how executives were able to recognize opportunities for innovations and translate them into strategy. The curriculum provides tools to formulate corporate action plans for sustainable competitive advantage and discusses their merits, risks and limitations.

Suggested literature

• Harvard Business School cases (coursepack to be downloaded from Harvard Business School Publishing prior to first session; detailed instructions will be provided through CBS Learn)
• Harlaftis, G., et al. (2012). The World's Key Industry: History and Economics of International Shipping. Houndmills, Basingstoke, Hampshire; New York, Palgrave Macmillan.
• Hitt, M. A., et al. (2015). Strategic Management: Competitiveness & Globalization: Concepts and Cases. Mason, Ohio, South-Western Cengage Learning.
• Johnson et al. (2017). Exploring Strategy. Text and Cases (11^th Edition). Edinburgh Gate; UK, Pearson.

Lorange, P. (2009). Shipping Strategy: Innovating for Success. Cambridge; New York, Cambridge University Press.